PF3104/IPM4102 Lecture 2: Project Execution Scheduling - Fundamentals PDF

PF3104/IPM4102 Project Execution Lecture 2: Project Execution Scheduling ‐ Fundamentals iew Professor HWANG Bon‐Gang (Dr.) Dept. of the Built Environment, College of Design & Engineering  Today’s Topics Definition, Objectives, History, Why & When...

PF3104/IPM4102 Project Execution Lecture 2: Project Execution Scheduling ‐ Fundamentals iew Professor HWANG Bon‐Gang (Dr.) Dept. of the Built Environment, College of Design & Engineering  Today’s Topics Definition, Objectives, History, Why & When (G8; N2) 2 3 Scheduling Definition Scheduling is:  a Basic Project Management Skill  the Process of Listing Project Activities “in the Sequence” that they will occur 4  Question Do we do scheduling everyday? YES, but We do not recognize because everything is in …  Sometimes take Notes & Memo  Why?  “an example of simple scheduling” 5  Scheduling Definition Formulate activities that must be accomplished to reach certain goals or objectives Essential to the successful execution of projects Not unique to construction (e.g., business, manufacturing, publishing, etc.) Used anytime that people, equipment, materials, and organizations should be brought together and directed toward a common goal 7  Scheduling Objectives Break up a project into “manageable” activities Determine “sequence (relationships)” & flow of work Determine specific “start/finish” dates & milestones Allocate resources efficiently (what, when & where) Identify potential problems early (“Simulation” of work processes) Communicate/Coordinate with project players who, what, when, where, why, how, how much, etc. 8  Scheduling History Today Simplified hardware and software Until 1980s Wide range of users in all the Use of Network‐Based phases of projects Scheduling Techniques Basic part of project control Since 1950s Limited to large projects due systems to computer requirements Used as acceptable evidence Use of formalized schedules in court, e.g., who are Critical Path Method (CPM) ‐ DuPont Chemical plant (1956) responsible for DELAY? Performance Evaluation & Review (G8‐p214 sidebar) Technique (PERT) ‐ U.S. Navy Polaris missile development CPM & PERT – U.S. Army Corps of Engineers, NASA Apollo Space Program, etc. (1960s) 9  Why Schedule? Excuses: I do not use schedule because:  “No time to create a realistic & effective schedule”  “So many projects similar to this…I can do it in my sleep” Reality: Delays, Changes, Reworks, etc. 10  Why Schedule? Example: Specialty Contractors  Shop drawings & Schedule for Rebar Work  “In My Head”  Time and Money Saved…Isn’t it great?  What would be your reaction? “Understand the current use of time and thus achieve better use of time in the future without sacrificing other objectives” 11  Why Schedule? 1) Reduce Total Project Time 2) Reduce Costs of Labor, Overhead, Interest on Loans, and Capital 3) Provide a More Continuous Work Flow 4) Increase Productivity 5) Give Employees & Subcontractors a Goal to Work Toward 6) Improve Image 7) Meet Owner’s Requirements 8) Improve Communication 9) Force Detailed Thinking & Planning 10) … 12  Why Schedule? 1) Reduce Total Project Time  Determine Total Project Duration  Determine Sequence of Activities  Reduce: Mistakes doing activities out of order Reworks that give negative impacts on the project total duration “DELAY”  “Project Completed on Time”  Example: MGM Grand Hotel 45 days ahead of Schedule 1st year’s revenue increased by $70 MM 13  Why Schedule? 2) Reduce Costs of Labor, Overhead, Interest on Loans, and Capital Labor Costs  On a 40MM project at peak point 3‐400 people work together.  Without very detailed schedules, it is very easy to have idling workforce.  Example: Late delivery of bricks  Are the workers willing to wait?  Extra expenditure for the rest of the work that should have finished today.  Use of Schedule reduces extra working days of workers  Reduction of Labor Costs What about Equipment Cost? Overhead “The Earlier, The Lower” Cost? Interest Cost? 14  Why Schedule? 3) Provide a More Continuous Work Flow Project Start Complete  The start and middle time periods of a project are more easygoing and less hurried compared to the end  What about the END? 15  Why Schedule? 4) Increase Productivity 5) Give Employees & Subcontractors a Goal to Work Toward Project Participants must know: Who to do What to do When to do “Schedule” Where to do … 16 17  Why Schedule? 6) Meet Owners’ Requirements  Owners tired of DELAYS  “Do the job right”, “Do it on time”  A well‐planed, realistic, workable schedule = “Confidence & Trust” “Good Reputation” 7) Improve company image 19  Why Schedule? 8) Improve Communication A survey: “What is it that frustrates you the most about your job?”  Architects  Owners & Owner’s Rep.  Subs (as stated by GC)  GC (as stated by Subs)  ETC… 20  Why Schedule? (Improve Communication) “A Schedule identifies Who should do What, When, and Where, ultimately enhancing communication among team members” 21  Why Schedule? 9) Force Detailed Thinking & Planning  Development of a schedule forces the participants to think out the process of how the project is to be built. The team has to mentally build the project (“Simulation in Head”) with consideration of:  People  Equipment  Techniques  Processes  Tools… 22  Why Schedule? “Manage Projects, rather than having Projects Manage You!” 23 When to Schedule? Preconstruction Stage Construction Stage Postconstruction Stage 24  When to Schedule? Preconstruction Stage Provide an opportunity to design & build the project “On Paper”  Not actual & physical construction, but SIMULATION of the project providing a chance to simulate all activities to be done. Provide the necessary information to plan and coordinate the entire project process Make all the necessary provisions:  Resources: WHAT, WHEN, HOW MUCH can be predicted  Key long‐lead items (structural steel, elevators, process equipment, etc)  A base for cost provisions “Plan for Success” 25  When to Schedule? Preconstruction Stage Schedules used for: Owners:  Like to visualize the entire project processes  When the project can be completed?  When the facility will be running? Revenue Cash Flow PMs:  Develop detailed plans for procurement  Control and Optimize the project (Efficiencies in Time & Money) Project Team:  Make intelligent management decisions 26  When to Schedule? Construction Stage Schedules Force contractors & subcontractors to do “Day‐to‐Day” activities of a project Coordinate & Orchestrate material deliveries & utilization of equipment & people Anticipate and Manage delays Check “Planned vs. Actual” ‐> Provide Current “Progress” 27  Delay Noticed DONE Get S.C 2005 2020 2006 2021 2007 2022 2008 2023 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 O Earth Work Need S.C r Pile Work i g Slurry Wall i Excavation n a Con't Work l Steel Work Earth Work W Pile Work a S Slurry Wall i t t o Excavation i p Con't Work n g Steel Work Earth Work Pile Work G Slurry Wall BF3~1F o Excavation Con't Con't Work Steel Work 28  When to Schedule? Postconstruction Stage At the end of the construction stage, the end‐users become more involved  The owner & users occupy the facility while the construction is still on‐going  Issues?  Where the users first move in?  Which part of the facility should first operate?  Coordinate “Partial Occupancy” Control Testing and Acceptance of equipment, Training, Correction of Deficiencies (punch list) Record/store data  Lessons learned  Evidence for Claims or disputes 29